Principle 1 Customer Focus Should understand current and future costumer needs Should meet customer requirements and strive to exceed customer expectationsBenefits Increased effectiveness in the use of the organizations resources to enhance customer satisfaction Improved customer loyalty leading to repeat businessResult/ Leads to Researching and understanding customer needs and expectations Ensuring that the objectives of the organization are linked to customer needs and expectations Measuring customer satisfaction and acting on the results Systematically managing customer relationshipsAccording to Feigenbaum Quality begins by identifying the customer requirements and ends with a product or service in the hands of a satisfied customer

External- one who uses the product or service, the one who purchases the product or service or the one who influence the sale of the product or serviceInternal- receives a product or service and in exchange, provides a product or service3 basic questionsWhat do you need from me?What do you do with my output?Are there any gaps between what you need and what you get?External customer of a college funders and donors, employers, and graduate schoolsInternal customer- students (in their academic roles), for any employee of the collegeQuality can only be seen through the eyes of the customer

Principe 1: Customer FocusThis standard relates to customer needs and customer service: a business should understand their customers and seek to meet their requirements. Where possible, they should aim to exceed customer expectations.The benefits of this are increased customer loyalty, increased revenue due to the ability to spot new customer opportunities and increased effectiveness of processes related to customer satisfaction.

Principle 2 Leadership Leaders establish unity of purpose and direction of the organization Should create and maintain the internal environment in which people can become fully involved in achieving the organizations objectives.Benefits Activities are evaluated, aligned and implemented in a unified way Miscommunication between levels of an organization will be minimizedResult/ Leads to Setting challenging goals and target Creating and sustaining shared values, fairness and ethical role models at all levels of the organization Establishing trust and eliminating fear Inspiring, encouraging and recognizing peoples contributionsJames MacGregor Leadership book A leader strengthens and inspires the followers to accomplish shared goals. Leaders shape the organizations values, promote the organizations value and exemplify the organizations valuesBurns Leaders and followers raise one another to higher levels of motivation and morality.. Daimler Chryslers CEO Bob Eaton Someone who can take a group of people to a place they dont think they can go Leadership is we, not me; mission, not my show; vision, not division; and community, not domicileGreat leaders have great vision, great imagination, great ideas but they also implement these ideas through hard work, commitment and flawless execution, In doing so they motivate thousands of people12 characteristics of quality leaderThey give priority to external and internal customers and their needsThey empower rather than controlThey emphasize improvement rather than maintenance If it isnt perfect, improve it rather than If it aint broke, dont fix itLittle ones that keep the continuous process improvement on a positive trackThey emphasize preventionThey encourage collaboration rather than competitionThey train and coach rather than direct and superviseThey learn from problemsThey continually try to improve communicationsThey continually demonstrate their commitment to qualityThey choose suppliers on the basis of quality, not priceThey establish organizational systems to support quality effortThey encourage and recognize team effortLeadership Values, directions and expectations must address all stakeholders The leaders need to ensure the creation of strategies, systems and methods for achieving excellence Strategies and values should help guide all activities and decisions of the organizationPrinciple 2: LeadershipThis standard relates to the direction of the organisation: a business should have clear objectives and employees should be actively involved in achieving this.The benefits of this are primarily employee engagement and increased motivation: research has shown that if employees are kept in the loop with regards to business vision they are likely to be more productive. One of the most comments employee complaints is lack of communication; this principle seeks to rectify that.Leadership An education leader is the person who collaborates with the teacher and the student guardians, meet distinct requirements and expectations of the customers and direct the resources of the society to the school. Must have knowledge not only as the law, regulations, management processes and applications but also content of the curriculum, program, assessment and developmentPrinciple 3 Involvement of People-People at all levels are the essence of an organization and their full involvement enables their abilities to be used for the organizations benefit.Key Benefits-People being accountable for their own performance-People eager to participate in and contribute to continual improvement.Result/ Leads to-People understanding the importance of their contribution and role in the organization-People accepting ownership of problems and their responsibility for solving them-People evaluating their performance against their personal goal and objectives-People actively seeking opportunities to enhance their competence, knowledge and experience-People openly discussing problems and issuesChanging the behavior is the goal. People must come to work not only to do their jobs but also to think how to improve their jobsTo give the right people direct access to the customersInvolvement of People This can be done by providing a good corporate work culture, providing an interesting work system and environment, and building the capability of people to perform assigned tasks in the organizationPeople-85% organizations system; 15% for individual employeesPrinciple 3: Involvement of peopleThis principle recognizes that an organisation is nothing without its staff and that their abilities should be used to full effect for business success.The benefits of this principle are employee motivation and increased innovation. When people feel that their skills are being used well they are more likely to work to their maximum potential and contribute ideas. This principle also emphasises the importance of making employees accountable for their actions, leading to a greater feeling of responsibility.Employment To ask people to change work habits without providing them with the tools for change only increases resistance to the change processMost people appreciate and value the trust and responsibility inherent in an environment that supports empowered people and their actionsInvolvement/ Empowerment Every employee is regarded as a unique human being and each employee is involved in helping the organization meet its goal Employee empowerment means that management recognize this ability and provides employees with the tool and authority required to continuously improve their performancePrinciple 4 Process Approach A desired result is achieved more efficiently when activities and related resources are managed as a processKey Benefits Lower costs and shorter cycle times through effective use of resources Focused and prioritized improvement opportunitiesResult/ Leads to Systematically defining the activities necessary to obtain a desired result Establishing clear responsibility and accountability for managing key activities Focusing on the factors- such as resources, method, and materials- that will improve key activities of the organization Evaluating risks, consequences and impacts of activities on customers, suppliers and other interested parties.Process given more importance than the end results-End does not justify means.-Proper means will ensure quality resultsProcess Approach A desired result is achieved more efficiently when related resources and activities are managed as a process.Principle 4: Process ApproachThe process approach relates to efficiency and the understanding that appropriate processes will speed up activities.The main benefits of this, aside from efficiency, are reduced costs due to effective use of resources, improved and consistent results and focussed improvementsProcess approachResults can be achieved more efficiently if necessaryactivities and resources are bundled and managed as aprocess. For this purpose, individual process steps needto be defined, inputs and outputs determined and theinterfaces with the organizations function identified.Finally, in order to ensure the smooth running of orga-nizational processes, possible error causes need to beidentified and responsibilities determinedProcess Approach A Process can be defined as a set of interrelated or interacting activities, which transforms inputs into outputs.Principle 5 System Approach to Management-Identifying, understanding, and managing interrelated processes as a system contributes to the organizations effectiveness and efficiency in achieving its objectives.Key benefits-Integration and alignment of the processes that will best achieve the desired resultsResult/ Leads to:-Structuring a system to achieve the organizations objectives in the most effective and efficient way-Structured approaches that harmonize and integrate processes-Providing a better understanding of the roles and responsibilities necessary for achieving common objectives and thereby reducing cross-functional barriers-Continually improving the system through measurement and evaluationSystems Approach to Management Identifying, understanding and managing a system of interrelated processes for a given objective contribute to the effectiveness and efficiency of the organization.Principle 5: System approach to managementClosely related to system 4, ISO define this principle as:Identifying, understanding and managing interrelated processes as a system contributes to the organisations effectiveness and efficiency in achieving its objectives.This means that multiple processes are managed together as a system which should lead to greater efficiency.When implemented, this principle allows a business to focus their efforts on the processes that are key to their success as well as aligning complementary processes for improved efficiency. This process fosters a greater understanding of the interrelation of various business elements.System approach to managementEach organization is a complex entity; that is why it is important to identify, manage and understand individual processes and their interactions within the organizational workflow. This is the only way for organizations to establish objectives effectively and efficientlyPrinciple 6 Continual Improvement Continual improvement of the organizations overall performance should be permanent objective of the organization.Key benefit Performance advantage through improved organizational capabilities Flexibility to react quickly to opportunitiesResult/ Leads to: Employing a consistent organization-wide approach to continual improvement of the organizations performance Providing people with training in the methods and tools of continual improvement Establishing goals to guide, and measures to track, continual improvement Continuous Improvement Whatever quality level youve achieved today wont be good enough tomorrow To reach ever higher performance levels every year out, an organization needs to think systematically about the constant improvement of all processes that deliver value to its customer It needs management, production, personnel, information, supplier, and reward systems that are in gear and geared to the tasks.Continuous improvement-Think outside the boxPrinciple 6: Continual improvementThis principle is very straight forward: continual improvement should be an active business objective.The benefits of this are clear: increased ability to embrace new opportunities, organisational flexibility and improved performance. Especially in difficult economic times, the businesses that thrive are those that can adapt to new market situations.Continuous Development Principle. The process development principle means how the school designs, manages and improves the education processes. It is possible to observe the elements such as decision-making, planning, organization, communication, effectuating, coordination and assessment directed towards the purpose of the organization within the frame of the continuous development principle. As regards the school, such elements may contain studies such as student affairs, personnel affairs, teaching affairs, education affairs, managerialism, etc.An organization will not begin the transformation to TQM until it is aware that the quality of the product or service must be improvedAwareness comes about when an organization loses market share or realizes that the quality and productivity go hand-in-handFor a change to be accepted, people must be moved from a state of fear to trustPrinciple 7 Factual Approach to Decision Making Effective decisions are based on the analysis of data and informationKey benefits An increased ability to demonstrate the effectiveness of past decisions through reference to factual records Increased ability to review, challenge and change opinions and decisionsResult/ Leads to: Ensuring that data and information are sufficiently accurate and reliable Making decisions and taking action based on factual analysis, balanced with experience and intuitionIn order to improve a process you need to measure the effect of improvement ideas. Access to data and quick retrieval is necessary for effective processQuantitative data are necessary to measure the continuous quality improvement activity.Data based Analysis In many situations the raw data themselves will provide solution to problems or atleast provide useful cluesDocumentation for traceability-Stakeholders are assured of the quality through documentation-Documentation will amount to standardization-To err is human; Documentation helps in curbing human errorsManagement by fact Quality has to be specified and monitored. Anecdote, complaint, keep track, dig out the facts, find the systematic problem or root causePrinciple 7: Factual approach to decision makingA logical approach, based on data and analysis, is good business sense. Unfortunately, in a fact paced workplace, decisions can often be made rashly, without proper thought. The efficiency that will have been imbued in the organisation after the implementation of prior principles will allow decisions to be made with clarity.Informed decisions lead to improved understanding of the marketplace as data is collated and analysed, and the ability to defend past decisions.Principle 8 Mutually Beneficial Supplier Relationships An organization and its suppliers are interdependent and a mutually beneficial relationship enhances the ability of both to create valueKey benefits Flexibility and speed of joint responses to changing market or customer needs and expectations Optimization of costs and resources.Result/ Leads to: Establishing relationships that balance short-term gains with long-term considerations Pooling of expertise and resources with partners Clear and open communication Establishing joint development and improvement activities A partnership relationship rather than adversarial one must be developedThe focus should be on quality and life costs rather than price. Supplier should be few in number so that true partnering can occurPrinciple 8: Mutually beneficial supplier relationsThis principle relates to supply chains and acknowledges that the relationship between an organisation and its suppliers is interdependent. A strong relationship between the two will enhance productivity and encourage seamless working practices.ISO state that the benefits of this principle are optimisation of costs and resources, fostering long term relationships and the flexibility of joint responses to changing market or customer needs and expectations.Principle 9 Vision based Give a sense of direction Motivate human resources Help organization to stay focused Without vision an organization will fail Absence of vision will lead to confusionPrinciple 10 Reward/ Recognition Assured-Recognition is one thing that every human being long for-Motivation is the key factor for sustaining quality initiatives-Rewards may be helpful in motivating non-performers to join quality initiatorsMotivation Principle Potential and the performance of the employees is dependent on high morale and motivation levels and satisfaction and commitment to the work and the environment and the organization. In this regard, every supervisor must endeavor to keep the morale and motivation levels of their inferiors high. In this context, the school management must conduct studies to increase the morale level of all internal and external stakeholders of the school. Teachers with high motivation level are more likely to achieve success at classroom and other activities.Principle 11 Communication Level Principle Determination and correction of the mistakes and prevention of reoccurrence of such mistakes lies at the very foundation of the total quality management. The fundamental approach for mistake prevention at the total quality insight is to forecast the problems and develop solutions. In order to enable the total quality management to succeed in this context, the teachers must be in constant interaction with the students and their guardiansPractices of Quality ManagementProject Management Institute Project Management Book of Knowledge(A Guide to the Project Management Body of Knowledge). The practice of quality management is usually broken into 3 processes: quality planning, quality assurance, and quality control. The concept of continuous improvement is an overarching process that is driven by Plan, Do, Check and Act.1. Quality Planning identifies which standards are relevant and how to satisfy them (examples: cost-benefit analysis, benchmarking). Components would be creation of a quality management plan, identification of measures and metrics, acceptance criteria for go-live.2. Quality Assurance Activities that ensure that the service will have all processes needed to meet requirements (example: quality audits).3. Quality Control Iterative process to ensure that quality standards are being met. These are defined in the quality management plan. The outcomes would be acceptance decisions, rework, and process adjustments.

Quality Management Best Practices

The following are recommended best practices for Quality Management:Document Quality measures and metrics should be centrally documented.Involve Stakeholders/ Collaborative Involve participants and stakeholders in the identification and definition of service quality standards.Solicit Feedback- Solicit feedback from customers, stakeholders, and implementation team regarding quality metrics, proposed measures, and quality baselines.Be Proactive Focus on detecting and addressing quality early in development before it becomes an issue.Iterative- Quality Management is an ongoing, iterative process that is conducted throughout the IT service lifecycle.Track Trends Trend quality metrics and measures over time to provide a graphical representation of the trend of conformity to defined quality metrics.Review A regular review of quality standards, metrics, and measures is good practice. Depending on the complexity of the service the review process can be as frequent as weekly.Thresholds Establish agreed upon threshold that define when certain corrective action needs to be taken to bring an IT service back within acceptable boundaries of performance.Analysis Analyze the impact of quality on the product, development, and service.Act Quickly Obtain quality feedback as quickly as possible to avoid escalation of potential quality issues.Archive Quality Quality measures and metrics should be archived as historical data and incorporated in lessons learned.Disseminate Quality Disseminate appropriate quality measures and metrics data to product/service team and appropriate stakeholders.Continuous Improvement Constantly look for ways to increase service quality.Triple ConstraintsPlus One-- Analyze quality based on scope, time and cost impact to the service. This evaluation will help understand the costs and benefits of applying an appropriate level of quality. Ensure usersexpectations are met.

http://webcache.googleusercontent.com/search?q=cache:0XyVUYEJm_gJ:www.hhs.gov/ocio/eplc/EPLC%2520Archive%2520Documents/15%2520-%2520Quality%2520Management%2520Plan/eplc_quality_management_practices_guide.pdf+practices+of+quality+management&cd=7&hl=en&ct=clnk&gl=phQuality Planning Identifying which organizational and/or regulatory quality standaards are relevant to the project and how to satisfy them. Outlines the rules that define the quality needs of the project, therequired standards for the projects product or service and how it will be confirmed that the plannedrequirements are provided in the projects final product. Quality Management Plan- projects policies, objectives, principles, responsibilities, and accountability; outlines how the project team will implement, perform, and measures those policies Quality Metrics & Measures parameters or ways of quantitatively assessing a projects level of quality Acceptance Criteria- pre-established minimum standards or requirements that a project or product must meet before deliverables are acceptedQuality Assurance The application of planned, systematic activities to ensure that the project will employ all processes needed to meet requirements. QA provides the confidence that project quality is in fact being met and has been achieved. These actions and the metrics used to measure them are defined in the projects QMP.Quality Control interactive process that should be performed throughout the projects life and involves monitoring and controlling project results to determine whether they comply with defined quality standards outlined in the QMP and then identifying ways to eliminate causes of unsatisfactory results.Best Practices Document Quality measures and metrics should be centrally documented. Collaborate Involve project participants and stakeholders in the identification and definition of project quality standards. Solicit Feedback Solicit feedback from the project team, customers, and stakeholders regarding quality metrics, proposed measures, and quality baselines. Be Proactive Focus on detecting and addressing quality early in the project life, before it becomes an issue. Iterative - Project Quality Management is an ongoing, iterative process that is conducted throughout the project lifecycle. Track Trends Trend quality metrics and measures over time to provide a graphical representation of the trend of the projects conformity to defined quality standards. Review - A regular review of quality standards, metrics, and measures is good project management practice. Depending on the complexity of the project the review process may happen daily but should happen at least weekly for even the simplest projects. Thresholds - Establish agreed upon thresholds that define when certain corrective action needs to be taken to bring project performance back within acceptable boundaries of performance which are outline within the QMP. Analysis - Analyze the impact of quality on the product, project, and program. Act Quickly - Obtain quality feedback as quickly as possible to avoid escalation of potential quality issues. Archive Quality measures and metrics should be archived as historical project data and incorporated into the organizations lessons learned. Disseminate - Disseminate appropriate quality measures and metrics data to the project team and appropriate stakeholder. Continuous Improvement Constantly look for ways to increase project quality. Triple Constraints - Analyze quality based on scope, time, and cost impact to the project. When managing competing requirements, evaluate how a change in one constraint affects one or both of the remaining two constraints. This evaluation will help the project team understand the costs and benefits of applying a level of quality